HUMAN RESOURCE MANAGEMENT - MGT1110E

GROUP ASSIGNMENT

A13E

Group 5

Lecturer: DANG THANH THUY, MBA

Group members:

Student Name ID student Contribution %

1. Bùi Ngọc Thảo Trúc 215019153 Identify the problem and solution + 100%
Conclusion
2. Phạm Ngọc Trà My 215018839 Strategic applications + Conclusion 100%
3. Dương Quang Lộc 215018766 Human resource management 100%
4. Phùng Thanh Danh 195012702 Techno-structural 100%
5. Phạm Phương Uyên 215085628 Introduction of HRM + Identify the 100%
problem and solution
6. Trần Nguyễn Tường 215085654 Introduction of HRM + 100%
Vy Introduction of OD
7. Dương Thị Cẩm Tú 215084150 Human process 100%

April 1, 2023

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TOPIC 5
Chapter 8 describes the effectiveness of training and developing employees and the
importance of training in organizations. Work in groups and then answer the following
questions:
1. Explain what Organizational Development (OD) is and describe it importance.
2. Based on the importance of OD, explain the following types of OD application
including:
 Human process
 Techno-structural
 Human resource management
 Strategic applications

3. “After completing the training programs, HR managers should measure them to

identify if they are success of failure.” Explain why you agree or disagree with this
statement.

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 TABLES OF CONTENT

1. Introduction to Training and Developing Employees in HRM.................................4

2. Body................................................................................................................................4
2.1 Introduction of OD......................................................................................................4
2.1.1 Information about Organizational Development (OD)........................................4
2.1.2 Some distinguishing features...............................................................................5
2.1.3 Objectives of OD.................................................................................................5
2.1.4 Importance of OD................................................................................................6
2.2 Types of OD application..............................................................................................6
2.2.1 Human process.....................................................................................................6
2.2.2 Techno-structural.................................................................................................8
2.2.3 Human resource management..............................................................................9
2.2.4 Strategic applications.........................................................................................12
2.3. Identify the problem and solution...........................................................................18
2.3.1 Definition...........................................................................................................18
2.3.2 Agree or disagree about “After completing the training programs, HR managers
should measure them to identify if they are success of failure”? explain...................18
2.3.3 Benefits of measuring training programs after completion...............................19
2.3.4 Some models used in the evaluation of training programs................................20
3. Conclusion....................................................................................................................23
REFERENCES................................................................................................................24

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1. Introduction to Training and Developing Employees in HRM

Training and developing employees are a critical function of Human Resource

Management (HRM). It involves the process of enhancing employees' knowledge, skills,
and abilities to improve their job performance and productivity. Effective training and
development programs can help organizations achieve their strategic goals, improve
employee retention, and maintain a competitive edge in the market.

The process of training and developing employees involves identifying the

organization's training needs, designing and implementing training programs, evaluating
the effectiveness of training, and providing ongoing development opportunities for
employees. The HR department plays a crucial role in facilitating the training and
development process by partnering with managers and employees to ensure that their
training needs are met.

Training and development can take various forms, such as on-the-job training,
classroom training, e-learning, mentoring, coaching, and job shadowing. The choice of
the training method depends on the organization's needs, employee learning style, and the
availability of resources.
Overall, training and development are essential components of HRM that help
organizations to achieve their goals and objectives by investing in their most valuable
asset their employees.

2. Body
2.1 Introduction of OD
2.1.1 Information about Organizational Development (OD)
Organizational development is a specialized area of HR that focuses on improving
the performance and effectiveness of organizations through planned and systematic
interventions. OD is an essential tool for HR professionals, especially in the context of
the changing nature of work and organizations. HR departments that have an OD function

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typically take care of employee motivation and wellness, compensation, benefits,
recruitment, organizational development, safety, employee relations, and training.

2.1.2 Some distinguishing features

OD is distinct from HRM or Human Resource Management, which focuses on
managing the employment cycle, including recruitment, retention, training, and
development of employees. HRM is focused on managing human resources, while OD is
focused on improving organizational performance through various interventions and
initiatives. OD has several distinguishing characteristics: It usually involves action
research, which means collecting data about a group, department, or organization, and
feeding the information back to the employees so they can analyze it and develop
hypotheses about what the problems might be. It changes the organization in a particular
direction – toward empowerment, improved problem-solving, responsiveness, quality of
work, and effectiveness.

2.1.3 Objectives of OD
Ongoing improvement: Changing company culture to view new strategies as a positive
growth opportunity allows for ongoing improvement and encourages employees to
become more open to change and new ideas. New strategies are introduced
systematically through planning, implementation, evaluation, improvement, and
monitoring.

Better or increased communication: Organizational development that leads to

increased feedback and interaction in the organization aligns employees with the
company’s vision.

Employee development: Employee development comprises training and work process

improvements that help everyone keep up with shifting demands.

Product and service improvement: Organizational development leads to innovation,

which can help improve products and services. This innovation often comes as the result
of intensive market research and analysis.

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Increased profit: Organizational development helps increase profits by optimizing
communication, employee processes, and products or services.

2.1.4 Importance of OD
OD plays a crucial role in improving the effectiveness of organizational
operations. It helps organizations develop strategies and plans based on data analysis and
digital analysis, enhances consensus and interaction within the organization, and
improves performance and output. Furthermore, OD helps create a positive work
environment, promotes personal development, and supports employees in their work.

2.2 Types of OD application

2.2.1 Human process
2.2.1.1 Definition

HR process is a term that refers to the process of recruiting, attracting, training,

and evaluating personnel, as well as managing orientation, compensations, benefits and
security following the labor regulations of a specific nation or state.HR processes are
strategic methods that assist a company in gaining a competitive edge by optimizing
employee productivity. Two critical characteristics of human resources processes: They
include acquiring, hiring, training and keeping human resources in a business. They
involve monitoring and looking after employees. HR processes act as the heart of a
company, providing vitality to all departments and ensuring the company’s overall
health. HR managers can support processes that flow effectively and consistently by
taking a structured approach, which will help improve employee: Productivity, retention,
engagement.

2.2.1.2 Objectives of Human resource process

When a company invests time and energy in extensive human resource processes,
it invests in the operation. Naturally, no business would want to spend resources on
something that does not achieve any significant goals.

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 The goals of HR processes: Predict, analyze and prepare for recruiting levels.
Predict staff turnover and devise a strategy for mitigating its effects using the current set
of resources. Forecast technology developments and identify the appropriate types of
training to eliminate skill gaps to ensure the standard of human resources. Ascertain
appropriate human resource distribution based on empirical evidence, competence and
production.

2.2.1.3 Core HR Processes

Core HR Processes are the standard guidelines in an organization that should be

followed to ensure that the organization runs efficiently.

Recruiting - To attract efficient candidates eager to work for your firm, you must have a
well-organized, comprehensive and fast hiring process.

Onboarding - First impressions are crucial. If you don’t deliver pleasant feedback or you
appear disorganized and incompetent, it will reflect poorly on your business.

Workforce Planning - Workforce planning contains staffing requirements, leave

management, shift planning and forecasting, and overtime management.

Talent Management - Talent management nurtures staff to get the best out of
individuals, aids them in learning new skills and encourages employees.

Performance Management - Businesses created annual performance indicators and

targets and only fixed problems during the yearly evaluation. Today’s forward-thinking
businesses are implementing more regular and ongoing performance evaluation
methodologies.

Learning & Training - Learning and training should be your company’s top priority.
Staff morale rises due to training opportunities, resulting in a higher retention rate.

Offboarding - Offboarding is a pretty new concept. Businesses in the past used to be

negligent when it came to dismissing an employee. The goal was to pass on their
experience to other staff as quickly as feasible. However, if employees offboard correctly,
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they can leave a significant impact on the leaving employee and can promote company’s
brand value.

Benefits Administration - Salary and wage decisions, perks, fringe benefits, and
remunerations are all part of the process. Income is the most powerful motivation in any
career, emphasizing the significance of this procedure. Employees that do reasonably
expect increments, higher compensation and bonuses.

Employee Relations - Employee relations encompasses: workplace culture, worker

safety, workforce crisis management, work-life balance, employment insurance,
employee wellbeing and support programs. Besides salary, all of these are crucial to staff
retention.

2.2.1.4 Primary Benefit

Enhance Company Culture - Efficient HR processes are critical to a business’s long-

term success. The appropriate evolution of the employee experience is an issue of the
company’s smooth functioning since humans are the organization’s most precious asset.

Smarter Preparation - No human resource process investment goes down the drain.

Improve Savings - Human resource management processes allow for the best output
while staying under cost by supporting efficient resources management.

Boost Company Development - Well-designed human resources processes address

talent shortages inside the enterprise, and they do more than merely help the company
flourish.

Increase Employee Satisfaction - Finally, proper human resources management

processes result in improved work performance and better employee satisfaction due to
the ability to plan for unanticipated events.

Common Barriers - Everything comes with a series of challenges, and human resource
processes are no exception, especially given forecasting restrictions and human nature’s
unpredictability.
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 2.2.2 Techno-structural
Techno-Structural interventions are a set of interventions that focus on an
organization's technology and structure, with the goal of increasing productivity and
organizational effectiveness. These interventions include approaches such as work
design, employee involvement, downsizing, process reengineering, total quality
management, quality of work-life programs, team-based organization, and ISO 9000
series.

Eengineering - This intervention involves radical restructuring of an organization's

processes and workflows to improve efficiency and productivity. It usually involves the
use of technology and automation to streamline work processes.

Total Quality Management (TQM) - This intervention is focused on improving the

quality of products and services by involving all employees in the quality improvement
process. It includes training employees in quality management principles, implementing
quality control measures, and developing a culture of continuous improvement.

Restructuring - This intervention involves changing the organizational structure by

combining or eliminating departments, roles, or functions to improve efficiency and
effectiveness.

Work redesign - This intervention involves restructuring job roles and responsibilities to
improve the fit between employees' skills and the requirements of their jobs. It may also
involve redesigning the work environment to make it more conducive to productivity and
collaboration.

Quality circles - are small, voluntary, homogenous, problem-solving employee groups

that aim to enhance competitive performance through the mobilization of human talent.
Quality circles can be used to address employee concerns and ensure a smooth transition
during the restructuring process. Quality circles can provide a platform for employees to
discuss and provide solutions to productivity, quality, and safety problems that arise
during the restructuring process.

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 2.2.3 Human resource management
2.2.3.1 Definition

In an organization, Human Resources is the department in charge of all employees

and employee-related operations. HR is the division of a business that is charged with
finding, screening, recruiting, and training job applicants. It also administers employee-
benefit programs.

Human resource management (HRM) is the process of acquiring, training,

appraising, and attending to labor relations, health and safety, and fairness concerns.
HRM involves coordinating, managing, and allocating human capital in ways that move
an organization’s goals forward. HRM focuses on investing in employees, ensuring their
safety, and managing all aspects of staffing from hiring to compensation and
development. HRM’s goal is to build a company culture and carry out its mission and
overall goals through the management of employees.

2.2.3.2 Categories of Organizational Development (OD) interventions

Goal setting

Setting goals is first and foremost, company goals are something you aspire to do or
attain for the betterment of their company or business. Company goal setting is important
in bringing employees' vision to life by creating actionable steps toward their company’s
mission. Having clearly defined company goals could be growing your business such as
workforce motivation, employee appreciation, teamwork, clarified priorities, and the
measurement for success.

Performance appraisal

A performance appraisal is an evaluation of an employee's work performance and

contribution to a company over a designated period. This systematic process assesses an
individual based on a predetermined set of criteria. It looks at factors such as an
employee's attitude, work ethic, attendance, and mastery of their role. The purpose of a

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performance appraisal is two-fold: It helps the organization to determine the value and
productivity that employees contribute, and it also helps employees to develop in their
own roles.

Reward systems

Offering rewards to hard-working employees is one of the most effective ways to boost
morale in the workplace. The target of reward systems: Increases employee motivation,
enhances productivity, promotes friendly competition, encourages teamwork, increases
employee loyalty, establishes a culture of accountability

Career planning and development

A career development plan is a personalized roadmap designed to help employees

achieve professional goals. It typically consists of short- and long-term goals related to
each employee’s specific strengths and weaknesses, their current role, future ambitions,
and the organization’s requirements. Organizations must work with employees to design
a career development plan that benefits both parties. The purpose of companies’ career
development plans plays a critical role in workforce planning and talent management,
acting as a tool for HR departments to design future training programs.

Managing workforce diversity

Managing workforce diversity implies creating an organizational climate in which a

heterogeneous workforce performs to its best potential; without the organization
favoring/did-favoring any particular segment of the workforce with a view to facilitating
the best attainment of organizational goals.

2.2.3.3 Workforce diversity management is significant for the following

reasons

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A culturally diverse workforce can better appreciate the needs, feedings, and attitudes of
culturally diverse consumers.

Better Decision-Making: People from heterogeneous backgrounds may aid management

in better decision-making

Better Human Relations: Workforce diversity management aims at developing and

enabling people from diverse cultures and backgrounds to co-exist peacefully.

Building of Goodwill of the Enterprise: Talented people of society with diverse

backgrounds and cultures get attracted to it for seeking suitable employment

Employee wellness

Employee wellness includes activities and programs that aim to improve employee health
and well-being. Prioritizing employee well-being is the main way an employer can help
employees manage stress, build relationships, improve productivity, and reduce burnout

After all, when employees feel supported, they’re more likely to do exceptional work.
Wellness programs can play a key role in improving employee engagement and the
organization.

2.2.4 Strategic applications

These types of interventions are designed to change various characteristics of
organizational settings such as employees, technologies, and products among others by
focusing on the organization’s interaction with the external environment. According to
(McNamara, 2009), these types of interventions are applied mostly in cultural change and
strategic planning et cetera. Interventions that shape the competitive and collaborative
strategies of organization: Integrated Strategic Management (ISM), Organization Design,
Culture Change, Strategic Change.

2.2.4.1 Integrated Strategic Management

This comprehensive OD intervention describes how planned change can make a

value-added contribution to strategic management. It argues that business strategies and
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organizational systems must be changed together in response to external and internal
disruptions.

Companies undertake integrated strategic management to improve productivity,

efficiency, and quality. ISM is an intervention process that focuses on continuous
improvement. It is a cross-functional; management-led philosophy, which results in
improved organizational performance and the desired future strategic orientation.

* The following skills are required for integrated strategic management to work

Social Skills - organizations are first and foremost social systems. Without people there
can be no organization. Successful businesses today focus on knowledge workers.
Knowledge workers are entrepreneurial visionary and creative. They look at their job as a
business and serve other workers in the company as their customers. Knowledge is the
foundation to vision.

Analytical Skills - change agents must learn to unfreeze, change and refreeze operations
and systems in novel ways, and then determine the financial and social impacts of what

People Skills - the organization must be able to listen and listen actively, restate, reflect,
clarify without interrogating, draw out the conclusion, lead or channel a discussion, plant
ideas, and to develop them. Furthermore, to make ISM a successful environment that
promotes learning, especially learning from failure should be cultivated.

INTERNAL INTEGRATION

Strategic approach to internal integration involves streamlining the internal operations of

an organization (such as maintenance, sales, purchasing, advertising, manufacturing,
marketing, and bookkeeping). All the staff of an organization should be involved in the
strategic integration process and provided with adequate access to all the relevant
information that pertains to the integrated approach to operations.

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For example, the Toyota Production System utilizes instructional manuals called
Kanbans to relay product output specification instructions across the different sections of
the production lines.

EXTERNAL INTEGRATION

A strategic approach to external integration involves streamlining functional activities

that affect external stakeholders (such as suppliers, financial institutions, customers,
distributors, and agents). Integration of strategies governing external stakeholders
requires the implementation of effective networking and communication systems such as
electronic data relay systems and the internet to provide adequate links between external
and internal organizational stakeholders. Successful strategic integration of external
factors facilitates effective sharing and interpretation of critical information among all the
organization's stakeholders.

IMPLICATIONS OF STRATEGIC INTEGRATION

The perpetually dynamic environments under which businesses operate require a gradual
approach toward strategic integration in order to determine and pursue the appropriate
organizational priorities. This calls for the integration of strategies by improving the
existing organizational structures and processes as well as creating new structures to
accommodate new organizational orders.

2.2.4.2 Sefl-Designing Organization

This intervention addresses the organization’s architecture or the extent to which

structure, work design, human resource practices, and management and information
systems are in alignment and support each other.

These types of interventions are designed to change various characteristics of

organizational settings such as employees, technologies, and products among others by
focusing on the organization’s interaction with the external environment.

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 Interventions that shape the competitive and collaborative strategies of
organization: Integrated Strategic Management, Sefl-Designing Organization, Culture
Change, Strategic Change.

2.2.4.3 Benefits of changing organization culture

This intervention helps organizations develop cultures (behaviors, values, beliefs,

and norms) appropriate to their strategies and environments. It focuses on developing a
strong organizational culture to keep organization members pulling in the same direction.

Increases productivity - If an organisation's workforce lacks motivation, aspiration and

a sense of purpose, it might benefit from a change in culture. A change in culture can
adjust individual behaviours to encourage teamwork and foster healthy relationships,
leading to improved productivity.

Fosters a healthy workplace environment - A healthy work environment can provide

an organization with a substantial number of benefits, such as improved efficiency,
collaboration, teamwork, employee relations and productivity.

Enhances employee relations - Depending on how an organization changes its culture, it

might improve employee relations. Leaders often influence cultural aspects, so if the
leaders of an organization are causing an unhealthy environment, a culture change can
improve employee relations.

2.2.4.4 Strategic Change

Strategic change is the implementation of new strategies that involve substantive

changes beyond the normal routines of the organization.Strategic change is the movement
of a company away from its present state towards some desired future state to increase its
competitive advantage. Strategic change has to be managed according to the needs of
various organizational stakeholders.

* Types of Strategic Change

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REENGINEERING - When pursuing change through reengineering, organizations
focus on redesigning their business processes and related systems to improve
performance. Business processes represent the tasks that help reach organizational goals
or deliver offerings to customers.

RESTRUCTURING - Restructuring is another kind of change strategic managers use to

implement strategic change to improve perform. In some situations, organizations may
need to reorganize aspects of their company to remain competitive. These changes often
aim to make the organization more efficient or profitable. Organizations can restructure
their departments and hierarchy levels, whether by reducing the number of departments
or changing the relationships between various departments.

INNOVATION - Organizations can also pursue strategic change through innovation,

which refers to using skills and resources to develop new ideas or improve existing
offerings. This process enables organizations to meet customers' new and changing
demands. Focusing on innovation often requires investing heavily in research and
development activities. However, continuing to offer new and exciting products or
services can also provide long-term value.

* Steps to change strategy

Along with existing change management models, the following steps can serve as
guidelines for organizations planning to implement strategic change in their business:

Step 1. Determine the need for change

When pursuing strategic change, an organization must determine what must change. If
the business is in crisis and needs to cut costs, restructuring or downsizing may be the
most suitable option.

A SWOT analysis looks at an organization's strengths and weaknesses—these represent

internal factors that leaders can change. It also looks at opportunities and threats, which
are external factors that affect the organization positively and negatively. HRM can set

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goals based on these external factors, then identify strengths that can take advantage of
opportunities or counter threats.

Step 2. Perform a stakeholder analysis

Organizations include stakeholders with different interests and roles. While planning a
strategic change, the HRM should analyze how it will impact these different groups. The
HRM can begin the analysis by identifying the internal and external stakeholders affected
by the change, and then prioritizing them. These priorities will vary but may consider the
influence, roles or responsibilities of stakeholders.

Step 3. Build support for change

Provide as much information as possible, to as many employees as possible, about the

business. Create an urgency around the need for change. Spend more time and energy
working with your frontline supervisors and line managers. Align informal networks and
structures in your organization with desired changes.

Step 4. Create a network of changes

Establishing a change management team or network can help make the implementation
go more smoothly. The team should include individuals with the competencies and skills
needed to introduce change. This group forms part of a change network, often acting as a
point of contact between various stakeholders and ensuring that everyone understands the
change and its goals. In addition to the change management team, members of the change
network include:

Sponsors: Sponsors represent individuals who initiate change and provide support,
whether through words or actions. They set an example for the organization by
demonstrating a commitment to change. Donors should have strong influence and power,
with the ability to direct resources as needed.
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 Advocate: Advocates are somewhat similar to donors, in that they encourage
support for change implementation. Advocates can push other stakeholders to gain their
support and offer advice for implementing change.

Target: Goals represent the individuals who will be affected by the change. As
part of the change network, these individuals maintain contact with those in charge and
provide feedback as needed on changes.

Change agent: The change agent is responsible for implementing changes and
ensuring their success. These individuals should have expertise related to change and
provide their support to meet challenges and develop solutions.

Step 5. Prepare a change management plan

There are several key elements required when developing change management plans,
including: The goals you aim to achieve; the scope of the change you plan to implement;
a list of tasks and activities needed to achieve those goals; a list of tools or resources
needed to complete tasks and achieve project goals; a timeline that defines when each
task must be completed, along with an overall deadline for the change implementation.

2.3. Identify the problem and solution

2.3.1 Definition

2.3.1.1 Concept of training program evaluation

The OECD (2009) believes that program evaluation is the systematic and targeted
assessment of ongoing or completed programs at a level that includes program
formulation, program development and implementation. program extraction.

Training program evaluation is not a single activity but must be a process of

measuring the progress achieved in the program's objectives, helping to improve the

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effectiveness of the program implementation, a form of addressing topics that may be
relevant and assist in program-related planning and decision-making.

In any process, it is indispensable to evaluate the process and learn from

experience. Training program evaluation is the fifth step of The ADDIE five-Step
Training Process. After completing the training process, managers need to re-evaluate the
results of the training and human resource development process.

2.3.2 Agree or disagree about “After completing the training programs, HR

managers should measure them to identify if they are success of failure”? explain.

After completing the training programs, HR managers should measure them to

identify if they are successful or failure. Because this is an extremely important and
necessary step in the process of building and developing training courses. Through the
evaluation of the training program, enterprises will know whether the program has met
the knowledge, necessary skills, and goals of the learners. In addition, the evaluation of
training programs helps enterprises to see whether the objectives of the program are
appropriate to the market context and can be achieved with the existing conditions of the
enterprises.

Effective training evaluation helps employees in the organization understand their

roles and perform well. Training programs can address unexpected questions employees
may have regardless of whether they are managing or implementing it.

Training program evaluation can take place at many different stages. The
evaluation of the training program helps the evaluator to recognize the feasibility and
shortcomings of the program, thereby modifying, supplementing and perfecting the
program. On the other hand, evaluating the training program during the implementation
and after the completion of the training program will help enterprises to re-evaluate the
strengths of the program, thereby promoting the advantages in the next stages. In
addition, program evaluation also helps businesses know whether the program meets the

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requirements of learners or not, how learners after completing the program have achieved
results based on the assessment of the level of education. level, knowledge, and skills of
learners.

2.3.3 Benefits of measuring training programs after completion

2.3.3.1 Benefits of training program evaluation

Assessing whether your training program is effective enough will require

additional resources. However, the benefits of training assessment outweigh the
challenges. In short, it helps companies:

Save Money - By comparing training costs with training outcomes, companies can see
how profitable courses are, which training programs are worth the investment, and which
ones are a waste of money and time.

Improve Materials and Tools - Based on quality assessments of the learning content
and the effectiveness of the tools they use during training to build a more complete
course.

Employee Retention - Training programs help retain employees because they feel like
they are learning new skills on the job. It also allows them to feel like they are making an
impact on the organization, and they build a sense of community around their work.
Therefore, employee engagement programs should be at the forefront of any
organization.

Company Performance - Align the success of your organization's training programs

with key performance indicators (KPIs). KPIs help track performance measurements that
can be compared with competitors. Comparing their KPI results with their competitors
shows what training programs and internal departments need to outlast the competition.

2.3.3.2 Consequences of not conducting a training program evaluation

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 Failure to evaluate training programs will lead to loopholes and errors in the
organizational process. If the problems are not fixed in time, it will waste time and the
cost of the business. Besides, this also delays the progress and quality of employees'
work.

2.3.4 Some models used in the evaluation of training programs

2.3.4.1 Kirkpatrick evaluation model

The Kirkpatrick Assessment Model was introduced in 1959. The Kirkpatrick

Model is a globally recognized method of measuring the outcomes of training and
learning programs. It evaluates both formal and informal training methods and evaluates
them on four criteria levels: response, learning, behavior, and outcome.

Level 1- Assess the learners' feedback (Reaction)

This is the process by which learners will evaluate the training program after completing
the program which will include an assessment of the structure, content, and teaching and
learning methods of the training program. Through assessing learner feedback,
companies will determine which aspects of the training program need to be strengthened
and developed, and which need to be revised and improved. From the collected
evaluation information, companies will set standards for subsequent training programs.

Level 2 - Assessment of learners' awareness (Learning)

This is the process of assessing whether the learners have received any knowledge and
skills when participating in the training program and whether they have achieved the set
objectives of the training program. Evaluation of training programs at this level can be
conducted continuously throughout the program implementation to improve, expand, and

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enhance the knowledge and skills of learners. The evaluation of the training program at
the cognitive level needs to be closely aligned with the set training program objectives.

Level 3 - Behavioral assessment (Behavior)

This is the process of assessing the changes and progress of learners completing the
training program. At this level, program evaluation will focus on the extent to which the
knowledge and skills gained by learners apply to their work.

Level 4 - Evaluation of results (Results)

This is the process of assessing the impact of the training program on the subjects. To this
extent, program evaluation will be geared towards evaluating a return on training
investment.

* Advantages of the Kirkpatrick evaluation model

The Kirkpatrick assessment model is simple, easy to practice, flexible, and

focused on evaluating training program outcomes. The Kirkpatrick assessment model
helps assessors to systematically understand assessment results.

* Disadvantages of the Kirkpatrick evaluation model

The amount of information required to evaluate the levels is different. The need
for amount of information needed to evaluate for higher levels is often more demanding.

2.3.4.2 CIPP model

The CIPP assessment model encourages businesses to directly participate in the

assessment process and see what is the important content of the assessment to come up
with appropriate solutions. The evaluation model will focus on four key aspects including
the program's goals, plans, actions, and outcomes. The above four aspects will lead to

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four different evaluation stages including Context assessment, input assessment, process
assessment, and output evaluation.

Context - Evaluate whether the training program objectives have been achieved during
implementation and upon completion of the training program.

Input - Evaluation from two main angles includes assessment of program content and
assessment of technical infrastructure and equipment to support the implementation of
training programs.

Process - Assessment from 3 main angles including Level of learner participation in the
training program, Teaching-learning strategy, and Level of learner participation in
research activities.

Product - Evaluation on 3 main angles including Comprehensive program evaluation;

Competence of students after participating in the program; Impressions of the program.

Comprehensive assessment of the teaching process of the lecturer. Minimum

competencies of learners: Learners need to acquire the necessary skills and knowledge to
meet the minimum requirements of the labor market. Impressions of the program:
Learners feel that the training program is useful and necessary and can hone and improve
their knowledge and skills.

* Advantages of the CIPP assessment model

The CIPP assessment model is a governance-oriented evaluation model and helps

the evaluator to make program-related decisions. The combination of these two forms of
assessment will help the evaluator to quickly make decisions to adjust the program and
implementation process toward the most complete and effective program.

* Disadvantages of the CIPP assessment model

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 It takes a long time to gather information and a large amount of information is
needed for a full assessment and decision support. Evaluating the effectiveness of the
CIPP training program, requires detailed and specific planning.

3. Conclusion
The application of organizational development in real-world work situations
empowers organizational leaders to make the necessary and appropriate decisions to
resolve organizational problems. Management must embrace alternative organizational
development actions that foster maximizing employee benefits, limit employee
resistance, and ultimately align flawlessly with the organization's strategic objectives.

In conclusion, training and development programs are important for an

organization to develop its employee. When the employees in an organization are
developed from time to time with all updated knowledge, then definitely that
organization will grow to a greater height.

REFERENCES
1. https://online.maryville.edu/online-masters-degrees/management-and-
leadership/resources/organizational-development-guide/
2. https://www.sciencedirect.com/science/article/pii/B9780123747143000264
3. https://onlinelibrary.wiley.com/doi/full/10.1002/job.1897

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